Scott Schwarzhoff

Posted this on another similar question, but on the competitive positioning point specifically, I think there's a 'turn' in the narrative toward the end of the story wher...

A couple to try out. Here’s a combined messaging source doc that I use every time I start working with one of our portfolio companies. Inherited from Citrix days and th...

There’s basically one big one and that’s focusing too much on product/benefit and not enough on fitting the narrative into how a customer views their world, their priorit...

I've always been in the product team, so that's the most natural interaction for me. For PM, we'd collaborate on how to position new products. We built a spreadsheet th...

When I was at Okta, PMM was under the Chief Product Officer, so my peer was our head of product management. We had a ‘triad’ model of one PMM, one PM, and one TMM (tech ...

Lots of ways to do this, but there are 'tactical' and 'strategic' ways to measure success. Tactically, setting up metrics-based feedback loops in the go-to-market is key...

There is a classic fit in / stand out paradox that all companies have. On the one hand, most companies are improving on an existing way of solving a problem, there’s bud...

Ah, a tricky one! There are a few things that you can do, starting with a core team that you trust to participate in the fluidity that is message development. Typically...

Certainly when a new product has been defined, you want to get out and get a regular drumbeat of messaging feedback. When there are big new releases on features (eg: aro...

First thing, how are you segmenting the market and determining evolving customer needs/priorities? Great news - no product category stays fixed for very long. There’s a...